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be a multi-dimensional construct and the strength of the relationships between the elements of a TQM program and organizational performance was found to vary The assumption that there was a necessary interrelationship between all TQM practices began to be questioned (Dow, Samson & Ford, 1999; Powell, 1995; Samson & Terziovski, 1999) Some studies found that it was the hard quality management practices that were signi cant in lifting performance, rather than the broader set of hard and soft TQM practices (Flynn, Schroeder & Sakakibara, 1995) These studies lend support to the view that TQM is, rst and foremost, a program of management action designed to lift quality performance by using established quality control tools and techniques The hard, technical elements of TQM, in other words, can be effective in lifting performance.

For example, a QA standard may enforce that a particular mandatory field for a template be populated, but the QA team member may not know whether the contents for the mandatory field are populated correctly and can enforce only that the field is not left empty QA representatives can enforce a process or methodology for producing deliverables (ie, no field is left empty, all executed test steps must be accompanied by screenshot printouts, forms need to be filled out before an object is transported into production, etc) but may not have sufficient subject matter expertise or knowledge to discern whether the deliverables are suitable for the project needs or whether the contents for a deliverable are fit for purpose.

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The Completion-Reason header is optionally present in the RECORD-COMPLETE response to supply more information on the reason why the RECORD request terminated. This header field is intended for use by the MRCP client for logging purposes.

Many other studies indicated that it was senior management support for TQM programs that was critical, developing a strategic vision for the organization and providing support for the numerous change initiatives that accompany the implementation of a TQM program (Samson & Terziovski, 1999) Such ndings lend support to the view that TQM can be seen as a successful philosophy of management which, if embraced whole-heartedly by senior management, can lead to signi cant improvements in performance Other studies, however, supported the view that the attitudinal and behavioural elements of a TQM program were the most critical to organizational success.

In many projects the role of the QA team members is obscure and poorly understood, which causes many project members in particular from the configuration and development teams to question the need for QA representatives Other project members view the audits and spot inspecting from QA representatives as a nuisance, since QA members may not have sufficient knowledge of SAP processes or SAP.

These studies lend support to the view that TQM is principally an organizational behavioural intervention and that it is the soft elements of a TQM program that have the greatest effect upon direct product quality and overall organizational performance (Ahire, Golhar & Waller, 1996; Curkovic, Vickery & Droge, 2000; Dow, Samson & Ford, 1999; Powell, 1995; Samson & Terziovski, 1999) There is, then, some evidence that TQM is an effective management program of action Support can be found for the effectiveness of most varieties of TQM and there is no conclusive evidence that would support the ef cacy of one version of TQM over another..

We use the convention 0 log 0 lime!0 e log e 0. Hence, H(X) is well de ned even if PX(x) 0 for some x. The unit of the uncertainty is called the bit. One bit is the uncertainty of a binary random variable that is 0 or 1 with equal probability. If a binary random variable is 0 with probability 0.89 (and, hence, 1 with probability 0.11), then its uncertainty is H X 0:89 log 0:89 0:11 log 0:11 0:50 bit 5:2

ichele Pollack, a teacher, had been a Weight Watchers member at the ele-

First and foremost, the name of the class, which is usually a single common noun. For example, even though one client associates with many policies, the class is not named Policies but rather a single common noun, Policy, as shown in the class speci cation in Figure 2.4. This class name is followed by a list of attributes, which are defaulted to private by most CASE tools. These attributes represent the characteristics of the class. They can also have their own stereotypes in addition to the visibility indicator. The attributes of the class Policy shown in Figure 2.4 are policyIdenti er, amountInsured, startDate, nishDate and premiumAmt, all of which are pre xed by a (-), indicating that they are all private attributes.

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Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 on 10 minutes per day 12 13 minutes per day 14 16 minutes per day 16 19 minutes per day 18 22 minutes per day Add 2 3 minutes per day each week

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